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TEAM BUILDING

TEAM BUILDING. Characteristics Of Effective And Ineffective Teams. Ineffective Flows mainly down, weak horizontal Hoarded, withheld Used to build power Incomplete, mixed messages Suspicious and partisan Pragmatic, based on need or liking Competitive Withholding Frowned on and avoided

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TEAM BUILDING

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  1. TEAM BUILDING

  2. Characteristics Of Effective And Ineffective Teams Ineffective Flows mainly down, weak horizontal Hoarded, withheld Used to build power Incomplete, mixed messages Suspicious and partisan Pragmatic, based on need or liking Competitive Withholding Frowned on and avoided Destructive Involved personal traits and motives Effective Information Flows freely up, down, sideways Full sharing Open and honest People Relationships Trusting Respectful Collaborative Supportive Conflict Regarded as natural, even helpful On issues, not people

  3. Characteristics Of Effective And Ineffective Teams Effective Atmosphere Open Non-threatening Non-competitive Participative Decisions By consensus Efficient use of resources Full commitment Creativity More options Solution-oriented Ineffective Compartmentalised Intimidating Guarded Fragmented, closed groups By majority vote or forcing Emphasis on power Confusion and dissonance Controlled by power subgroups Emphasis on activity and inputs

  4. Characteristics Of Effective And Ineffective Teams Effective Power Base Shared by all On competence Contribution to team Motivation Commitment to goals set by team Belonging needs satisfied More chance for achievement through group Rewards Based on contribution to group Peer recognition Ineffective Hoarded On politicking, alliances Pragmatic sharing Contribution to power source Going along with imposed goals Coercion and pressure Personal goals ignored Individual achievement valued without concern for the group Basis for rewards unclear Based on subjective, often arbitrary appraisals

  5. Establish Team Ground Rules Consider some of the following for your team’s ground rules: • Realise that our team’s diversity is one of our strengths and we need to nurture it • Make communication open and honest; minimise interruption • Respect team members as individuals • Recognise that people may approach problems differently; listen and consider other points of view. • Make provisions for a forum to discuss and resolve diversity issues, when needed • Remember that off-colour and demeaning jokes are totally unacceptable and that diverse team members are not to be insulted • Encourage new ideas

  6. Arrive Revive Thrive Strive Team Development Model Drive

  7. “Driving” - Focusing on mission, goals, priorities and guidelines Drive “Striving” - Moving ahead with full understanding and agreement on roles and responsibilities Strive “Thriving” - Rapid growth involving peer feedback, conflict management and decision making Thrive “Arriving” - Peak performance, where all the factors are in sync Arrive “Reviving” - Regaining peak performance when slippage in team performance occurs or when team membership changes Revive Team Development Model

  8. How does a team develop? The four stages of team development Forming Initial awareness Storming Sorting-out process Performing Maturity Norming Self-organisation Adapted from B.W. Tuckman (1985) “Development Sequence in Small Groups”, Psychological Bulletin, 63, 284-499

  9. The End

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